spending review paper 2021 research project evaluation of

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Spending Review Paper 2021

Research Project – Evaluation of Industrial Relations Expertise in the Civil Service

NIALL QUINN

CIVIL SERVICE INDUSTRIAL RELATIONS UNIT

DEPARTMENT OF PUBLIC EXPENDITURE AND REFORM

JULY 2021

This paper has been prepared by staff in the

Department of Public Expenditure and

Reform. The views presented in this paper

do not represent the official views of the

Department or Minister for Public

Expenditure and Reform.

Research Question:

Is there a deficit of Industrial Relations expertise amongst staff

working in the Human Resources Units in Civil Service Departments,

and, if so, is this deficit impacting negatively on Management’s ability

to engage effectively with union officials within the Civil Service

Industrial Relations processes and procedures?

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Contents Executive Summary: ...................................................................................................................................... 3

1. Research Issue ........................................................................................................................................... 6

1.1 Context ................................................................................................................................................ 6

1.2 The issue ............................................................................................................................................. 6

1.3 Why is this Important? ........................................................................................................................ 7

2. Current Thinking and Theories .................................................................................................................. 9

2.1 Introduction ........................................................................................................................................ 9

2.2 Specialists and Expertise ..................................................................................................................... 9

3. Research Methodology and Sources of Information. ............................................................................. 12

3.1 Survey ............................................................................................................................................... 12

4. Analysis of Results .................................................................................................................................. 15

4.1 Findings ............................................................................................................................................. 15

4.2 Comparison between Large Departments and Small Department................................................... 16

4.3 Analysis of the comparison between large and small Departments ................................................ 16

5. Recommendations for Consideration ..................................................................................................... 17

5.1 Introduction ...................................................................................................................................... 17

5.2 Recruitment ...................................................................................................................................... 17

5.3 Learning and Development ............................................................................................................... 17

5.3.1 Continuance of Longer Term Education .................................................................................... 17

5.3.2 Increased Focus on Short Term Training ................................................................................... 18

5.4 Information Sharing and Networking ............................................................................................... 18

5.5 Review ............................................................................................................................................... 19

6. Conclusion ............................................................................................................................................... 20

Bibliography: ............................................................................................................................................... 21

Appendices: ................................................................................................................................................. 22

Appendix 1 - List of Government Departments Requested to Complete the Survey. ............................ 22

Appendix 2 - Copy of email that issued to HR Managers ....................................................................... 23

Appendix 3 - Questionnaire that issued to HR Managers....................................................................... 24

Appendix 4 – Survey Findings - details ................................................................................................... 27

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Question 1 – Staff Numbers/Grading ................................................................................................. 27

Question 2 – knowledge, skills and experience .................................................................................. 28

Question 3 – familiarity working within the formal processes ........................................................... 29

Question 4 – effective engagement with staff representatives and union officials ........................... 30

Question 5 – attracting staff to IR roles .............................................................................................. 31

Question 6 - retaining staff in IR roles ................................................................................................ 32

Question 7 – areas where greater expertise is needed ...................................................................... 33

Question 8 – interventions taken to acquire IR expertise .................................................................. 34

Question 9 - interventions proposed in order to acquire IR expertise ............................................... 35

Appendix 5 – Record of Departments Response to Question 8 - interventions already taken to acquire

IR expertise ............................................................................................................................................. 36

Appendix 6 – Record of Departments Response to Question 9 - interventions suggested/proposed in

order to acquire IR expertise .................................................................................................................. 39

Appendix 7 – Comparison of results between large and small Departments ........................................ 41

Question 1 – Staff Numbers/Grading ..................................................................................................... 41

Question 2 – knowledge, skills and experience ...................................................................................... 42

Question 3 – familiarity working within the formal processes ............................................................... 42

Question 4 – effective engagement with staff representatives and union officials ............................... 44

Question 5 – attracting staff to IR roles .................................................................................................. 44

Question 6 - retaining staff in IR roles .................................................................................................... 46

Question 7 - areas where greater expertise is needed ........................................................................... 47

Question 8 - interventions taken to acquire IR expertise ....................................................................... 47

Question 9 - interventions proposed in order to acquire IR expertise ................................................... 47

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Executive Summary: Effective management of industrial and employment relations not only underpins industrial

peace, but also fosters productivity and promotes economic wellbeing. It is important that

Industrial Relations expertise is available to Management in the context of engaging and

negotiating with the unions in relation to developing and implementing Civil Service employment

terms and conditions while adhering to employment legislation and Public Service Agreements1.

There is a perception that there is a deficit in IR expertise (skills, knowledge and experience)

amongst staff assigned to Human Resources (HR) Units within Civil Service Government

Departments. However, this has not been evaluated and therefore the extent of gaps or

shortfalls, if any, in IR expertise is unclear. The purpose of this research is to examine whether

the perception is justified. Furthermore, if it is found that there are skills and knowledge gaps,

the extent to which this is affecting engagement with the Civil Service unions within the Civil

Service IR forums, processes and procedures will be considered.

It is widely acknowledged that the role of the HR Unit in all organisations has evolved and Units

are now required to provide a comprehensive range of services across the HR functions,

including, employee/industrial relations, in support of the organisations business targets and

objectives. In the Civil Service it is considered important that IR expertise is available to

Management in the context of engaging and negotiating with union officials.

Given the role of the HR Managers in each Government Department it is considered that they

are best placed to assess: the level of IR expertise in their Units; whether there is a deficit of skills

and knowledge; and whether any deficit is impacting negatively on the interactions between

management and staff representatives or unions. HR Managers were requested to complete a

short anonymous self-completion survey to help examine the matter. 16 completed

questionnaires were received from the 18 HR Managers contacted, i.e. 89% return rate.

All HR Managers who responded to the survey identified initiatives which would enhance,

develop and acquire IR expertise. These suggestions ranged from formal training, improved

information resources, networking, professionalisation of the roles within HR, and obtaining the

expertise through expressions-of-interest and specialist competitions.

1 Public Service Agreements: Public Service Agreement 2010-2014 (“Croke Park Agreement”); the Public Service Stability Agreement 2013-2016 (“Haddington Road Agreement”); the Public Service Stability Agreement 2015-2018 (“Lansdowne Road Agreement”); and the Public Service Stability Agreement 2018-2020; Building Momentum – A New Public Service Agreement, 2021-2022.

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Summary of Key findings from the HR Managers’ responses:

a) 69% consider that their HR Units do not entirely have the required staffing levels to carry out the IR tasks and responsibilities.

b) 75% have identified that IR knowledge, skills and experience could be enhanced and developed further.

c) 69% are very or extremely satisfied that the staff within the HR Units dealing with IR activities have the capacity to engage effectively with staff representatives and union officials inside and outside of the formal IR processes.

d) In relation to attracting and retaining staff, just under half of all HR Managers who responded considered that it was difficult to attract staff to IR roles – only 27% disagreed. However, in contrast only 7% agreed that is was difficult to retain IR staff, although it is worth noting that 40% were undecided.

e) Areas identified where greater expertise would be beneficial are: I. Negotiations and Conflict Resolution

II. Employment Law III. Industrial Relations Legislation IV. The Civil Service Conciliation and Arbitration Scheme V. Public Service agreements, provisions and implementation

VI. Civil Service employment terms and conditions

Recommendations made by HR Managers:

a) Recruitment: i. In order to attract those with the required IR expertise, specialist competitions

run by the Public Appointments Service (PAS) should be carried out on a regular basis in order to set up panels of HR/IR specialists.

ii. The Administrative Officer IR Graduate Development Programme should be widened to recruit greater numbers of graduates who will gain experience and knowledge over the two-year development programme.

iii. Internal expression-of-interest (EOI) selection processes can identify and secure IR expertise.

iv. A career pathway for IR/ER specialists should be developed.

b) Learning and Development: i. Long-term third level education opportunities should continue to be identified

and supported. ii. The Professional Diploma in Industrial and Employment Relations delivered by

the Institute of Public Administration (IPA) has been very successful and the need for this to continue was identified.

iii. In order to address the difficulty that some staff might have in enrolling for longer term studies due to the time commitment required to undertake such

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studies, it is recommended that, in addition to longer term studies, a range of shorter topic focused training be identified.

iv. There are a number of ways in which training might be delivered and it is recommended that OneLearning (the Civil Service Learning and Development Centre) be consulted for advice and support. Many training programmes can be successfully delivered online using different platforms and webinars which can be assessed by the attendees remotely. Greater use of technology will provide increased flexibility for the delivering and attendance of/at training.

c) Information Sharing and Networking: i. The creation of a central repository for IR documents and information was

suggested. ii. Quarterly IR briefings should be arranged to provide IR executives in the Civil

Service with updates on current IR matters. iii. It was suggested that a center of excellence be established to provide advice and

answers to queries arising.

Findings show that in all areas the HR Managers are satisfied with IR expertise at some level, and

no questions attracted a ‘Not Satisfied’ response. However, the results varied between the

different Departments and it is clear that there are areas in which IR skills, knowledge and

experience can be enhanced, improved and developed. Much has been done in this regard, and

the HR Managers identified an extensive range of measures that have already been implemented

in order to develop IR expertise. Furthermore, the HR Managers have identified many measures

that can be taken to further enhance IR expertise. Recommendations made by the HR Mangers

will be reviewed, and consideration will be given to what measures/actions might be taken in

order to further develop IR expertise.

It is worth noting that not only have recommendations been made, but suggestions on how these

recommendations might be implemented have been put forward in this paper. It is considered

important that progress be evaluated periodically and interventions amended and augmented in

order to help ensure that the important activity of IR is adequately resourced and supported as

required.

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1. Research Issue

1.1 Context

Industrial Relations (IR) in the Civil Service is addressed under the Civil Service Conciliation and

Arbitration Scheme (CS C&A Scheme) which is administered by the Public Service Pay and

Pensions Division (PSPPD) in the Department of Public Expenditure and Reform (D/PER). The four

key forums under the CS C&A Scheme are, Departmental Councils, General Council, Adjudication,

and Arbitration.

Departmental Councils and General Council are the forums for raising IR matters. Management

and Unions will discuss and engage on matters raised. Departmental Councils deal with matters

relating to a particular Department and which generally do not have interdepartmental

implications. General Council deals with matters that affect more than one Department e.g.

central Human Resources (HR) policies and terms and conditions of Civil Service employment.

Very often bi-lateral meetings will be held following Departmental and General Council

engagement or, where appropriate, sub-committees comprising of union and management

representatives will be established to progress and engage on matters raised.

If, following management/union engagement agreement cannot be reached, disputes, relating

to collective terms and conditions of employment, may be referred, by the Union or

Management, to Adjudication or Arbitration as appropriate. The Civil Service Adjudicator hears

smaller disputes relating to a particular Department while the Arbitration board hears larger

disputes which have interdepartmental implications.

Civil servants are excluded from the definition of ‘worker’ in the Industrial Relations Act 1946 and

do not have access to the Workplace Relations Commission (WRC) or the Labour Court in respect

of collective employment terms and conditions. Civil servants (circa 39,000 staff)2 only have

access to the WRC and Labour Court in relation to individual rights based issues or employment

law issues.

1.2 The issue

There is a perception that there is a deficit in IR expertise (skills, knowledge and experience)

amongst staff assigned to Human Resources (HR) Units within Civil Service Government

2 Source – Department of Public Expenditure and Reform 2020

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Departments. However, this has not been evaluated and therefore the extent of gaps or

shortfalls, if any, in IR expertise is unclear. Furthermore, if it is found that there are skills and

knowledge gaps, the extent to which this is affecting engagement with the Civil Service unions

within the Civil Service IR forums, processes and procedures is not known. In order to ascertain

this the following research question is being posed:

Is there a deficit of Industrial Relations expertise amongst staff working in the Human Resources

Units in Civil Service Departments, and, if so, is this deficit impacting negatively on

Management’s ability to engage effectively with union officials within the Civil Service Industrial

Relations processes and procedures?

Furthermore, as part of this project, the current thinking on the importance and significance, or

otherwise, of the role of IR will be explored.

The aims of this research project can be summarised as follows:

a) Assess current levels of IR expertise available in Government Departments.

b) Identify deficits in skills and knowledge where they arise.

c) Assess whether it is considered that any deficits in expertise identified are impacting

negatively on Management-Union engagement in the context of the CS C&A Scheme.

d) Collate proposals/recommendations from HR Managers as to how IR expertise might be

best enhanced.

e) Explore the current thinking on the value and importance of the IR activity generally.

1.3 Why is this Important?

It is considered important that IR expertise is available to Management in the context of engaging

and negotiating with the unions in relation to developing, amending, and implementing Civil

Service employment terms and conditions while adhering to employment legislation. This is

made even more important by the fact that Civil Service terms and conditions tend to be

influential in the wider public service, and therefore any agreements reached; Adjudication

findings; or Arbitration findings, may impact well beyond the Civil Service sector.

There are also a number of challenges arising from the current industrial relations environment

as follows:

a) A new, and arguably stronger union - Fórsa, has recently been established which

combines three former civil service unions - CPSU, PSEU, and IMPACT. The new

larger/integrated union will potentially represent 80% of all civil servants.

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b) A new proposed public service agreement has been negotiated and will need to be

implemented in 2021 ‘BUILDING MOMENTUM, a new public service agreement, 2021-

2022’.

c) The unwinding of the Financial Emergency Measures in the Public Interest (FEMPI)

Legislation is taking place and in this context it is possible that more claims for

improvements to terms and conditions will be raised by Civil Service unions.

d) Prior to the current health crisis brought about by Covid-19, expectations for improved

terms and conditions, including pay increases, were growing. The current crisis may

change the country’s financial position and this may give rise to challenging negotiations

and disquiet amongst staff and staff representatives.

To help address the challenges above and to help ensure effective engagement with the unions

while protecting Government policy, senior management in D/PER have identified the

importance of enhancing IR expertise across the Civil Service.

From a central position, D/PER is responsible for the management of the CS C&A Scheme.

Changes in the IR environment give rise to challenges for those dealing with IR matters in

Government Departments, and D/PER is keen to introduce initiatives that will support the

development of IR executives and managers who can operate across the Civil Service in the

management of IR matters. Effective management of industrial and employment relations not

only underpins industrial peace, but also fosters productivity and promotes economic wellbeing

at individual, industrial and national levels.

The findings from this research and study will help inform decisions around central IR policy,

particularly in relation to the management and development of IR expertise.

The recommendations resulting from this project have been presented to senior management in

the PSSPD, D/PER, and will influence policy decisions in relation to initiatives to enhance IR

expertise and to support IR executives in the Civil Service.

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2. Current Thinking and Theories

2.1 Introduction

The role of the HR Unit has evolved over time. Often operating across three distinct areas - HR

Operations, Organisational Development, and HR Business Partnering - HR Units in Government

Departments/Offices now provide a comprehensive range of services across the HR functions

including, recruitment, workforce-planning, learning and development, HR consultancy,

performance management, employee/industrial relations, health and well-being, and change

management. Greater emphasis is put on the role of the HR Unit to help support

Departments/Offices to meet business needs and strategic objectives. The view that the

importance of the HR role is growing is widely shared.

Aghazadeh (2003) maintained that, in the past, HR Units were little more than an administrative

necessity for organisations but that much more is now expected from HR Units including adding

value to the organisation. HR managers must operate in partnership with line-managers who are

answerable to shareholders, customers and employees. In terms of the Civil Service, decisions

and policies are made in the public interest and in the context of public funds. More recently

Igvinomwanhia, Iyayi and Iyayi, (2013) agreed that HR had been considered to be a necessary but

unproductive function in an organisation as it was only required for administrative and record-

keeping tasks. However, in recent years the role of HR Units has changed significantly. The HR

Units in Government Departments have a wide range of HR activities including strategy and

organisation; workforce planning; employee development; employment relations; employment

and personnel administration. Gunnigle, Heraty and Morley (2017) explain that industrial

relations, which they describe as a key HR activity, is now often referred to as ‘employment

relations’ (ER). They say that ER or IR includes collective bargaining; employee involvement and

participation; grievance handling and discipline administration; aspects of social responsibility;

aspects of health, safety and welfare; and employee services. They identify the management of

ER/IR as one of the most important aspects of the broader HR roles in organisations.

2.2 Specialists and Expertise

IR is a challenging and, at times, difficult environment to work in. It is constantly changing and

new challenges continually arise. It is important that IR is handled well. Torrington, Hall and

Taylor (2008) make that point that if negotiations are handled badly the situation or conflict may

get worse. They also acknowledge that negotiations can be stressful for some people and when

over-personalised the focus may be on the conflict itself rather than the cause of the conflict.

Torrington et al (2008) maintain that there is growing concern amongst union leaders and

amongst management that there is a lack of bargaining experience and expertise.

Within each Government Office there is a HR Unit dealing with a wide range of HR functions.

Often the staff within the Unit will deal with several activities across the different functions. This

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is particularly true of the smaller HR Unit, however, the larger Departments who employ large

numbers of staff, and who tend to have more staff working in the HR Unit will have staff

dedicated to a particular function including ER/IR matters.

Gunnigle et al (2017) recognise that in some organisations (mostly larger ones) HR specialists are

employed to undertake particular aspects of HR activities such as those associated with ER/IR.

In terms of formal education of HR practitioners, to enhance the status and competencies

available across the broad field of Human Resource Management (HRM), Gunnigle et al (2017)

point to a progressive increase in education opportunities in Ireland since the 1970s. They

identify a wide range of educational opportunities for HR professionals. Given this increase in the

availability of educational opportunities to develop HR professionals it could be argued that the

need and benefits of the HR professional has already been recognised.

The above views point to the need for IR expertise, and raise an interesting question in the

context of the Civil Service where heretofore the use of ‘generalists’ was widely utilised i.e. staff

who may be successfully assigned to any role within the Civil Service irrespective of their

particular qualifications and skills. The extent to which the professionalisation and the

development of career paths for those working in IR assist in attracting and retaining IR expertise

is an important consideration.

The Civil Service Renewal Plan (2014)3 identifies the importance of maximising performance and

the potential of all employees. Action 14 is to strengthen professional expertise within corporate

functions. Other actions include establishing a new professional stream for HR executives. In

relation to learning and development the Renewal Plan includes the assessment of future skills

required in both specialist and generalist areas. The introduction of Continuous Professional

Development opportunities for both specialist and generalist roles is also identified as a sub-

action.

The Civil Service People Strategy was launched in October 2017, setting the strategic direction

for Human Resource Management across the Civil Service while also recognising that each

organisation is unique and has its own challenges. The Strategy was developed, in line with the

Civil Service Renewal Plan, to build strategic HR capability in the Civil Service.

The Civil Service People Strategy sets the strategic Human Resources (HR) agenda for 2017 to

2020 focusing on three key cross-cutting strategic HR priorities, which are:

(a) Be an Employer of Choice;

3 The Civil Service Renewal Plan was launched in October 2014 and committed to a significant programme of reform across the Civil Service.

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(b) Build the Workforce of the Future; and

(c) Build, Support and Value Managers as People Developers.

These priorities will be supported in their delivery by an enabling priority which is the positioning

of HR as a strategic driver. The Strategy recognises that HR in the Civil Service needs to adapt to

respond to the evolving demands from the business and deliver on the three strategic priorities.

To meet these challenges there is a need to build on existing HR expertise and there is also a

need to professionalise HR in the Civil Service in line with developments in the private and public

sectors and in line with the committment in the Civil Service Renewal Plan to strengthen

corporate expertise.

Significant and continuing progress has been made in relation to the professionalisation of the

Civil Service HR function and the design and development of a high level HR Operating Model is

evidence of this. Given the key activity of IR within the broad HR function it is important that the

necessary attention is given to this activity to ensure that the capacity and necessary supports

are provided to enable effective and efficient engagement in the challenging IR environment.

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3. Research Methodology and Sources of Information.

3.1 Survey

HR Manager (Principal Officer level) is a senior management position in the Civil Service. The HR

Manager plays a key leadership role in the development and implementation of HR strategies

within their Department. Individuals recruited to the role will be expected to develop responses

to meet strategic challenges arising from the evolving environment within which the Department

operates. They will maintain a working environment conducive to sustaining a productive and

fulfilled staff at professional, technical, administrative and clerical grades and will pursue the

necessary human resource and organisational development strategies to achieve this objective.

The Head of HR is expected to provide leadership in the ongoing promotion of a culture which

supports professional development and maximises opportunities for employees of the

Department to contribute positively. This culture will be underpinned by the Head of HR

supporting the ongoing development of leadership and management capability across the

Department and seeking ways to leverage existing and emerging technologies to maximise

efficiency. In the context of IR, one of the principal responsibilities is to lead negotiations and

consultations with trade union officials and with third parties such as the Workplace Relations

Commission and build and maintain relationships with union officials.

Given the role, it is considered that the HR Managers in each Department are best placed to

assess: the level of IR expertise in their Units; whether there is a deficit of skills and knowledge;

and whether any deficit is impacting negatively on the interactions between management and

staff representatives or unions. It is also considered that the HR Managers will be in a position

to provide insightful recommendations on how to attract, develop, and retain staff with IR

expertise. HR Mangers were provided with statements and questions and asked to rate their

views on IR expertise amongst their HR staff.

For the purposes of this research, a short anonymous self-completion survey of 9

questions/scales was used.

Appendix 1 - provides a list of the Government Departments that were requested to complete

the survey. A copy of the covering note accompanying the survey and the survey itself can be

found at appendix 2 and 3.

For survey questions 1-4 i.e.

Q1 In terms of staff numbers and grading, to what extent do you consider that there are

sufficient staff available within the Human Resources Unit to carry out the Unit’s Industrial

Relations tasks and responsibilities?

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Q2 To what extent are you satisfied that, within the Human Resources Unit, the level of

expertise (knowledge, skills and experience) is available to effectively carry out the Unit’s

Industrial Relations tasks and responsibilities?

Q3 To what extent are you satisfied that the staff within the Human Resources Unit dealing

with Industrial Relations matters are familiar and comfortable working within the formal

processes of the Civil Service Conciliation and Arbitration Scheme e.g. Departmental Council,

Adjudications/Arbitrations?

Q4 To what extent are you satisfied that the staff within the Human Resources Unit dealing with

Industrial Relations matters have the capacity to engage effectively with staff representatives

and union officials inside and outside of the formal Industrial Relations processes?

the responses which were assessed by levels of satisfaction were used to determine the level of

IR expertise in each Department. The levels of satisfaction ranged from ‘extremely satisfied’ to

‘not satisfied’. The levels of satisfaction were ‘extremely satisfied’, ‘very satisfied’, ‘somewhat

satisfied’, ‘a little bit satisfied’, and ‘not satisfied’.

For survey questions 5 and 6 i.e.

Q5 To what extent would you agree with the following statement? It is difficult to attract staff to Industrial Relations roles.

Q6 To what extent would you agree with the following statement? It is difficult to retain staff in Industrial Relations roles.

the responses were assessed by levels of agreement to statements made. Levels of agreement

ranged from ‘strongly agree’, ‘agree’, ‘undecided’, ‘disagree’, and ‘strongly disagree’.

Survey questions 7, 8 and 9 facilitated open ended responses which gave HR managers the

chance to express their opinions in detail.

Q7 In which of the following areas, if any, do you consider greater expertise (knowledge, skills and experience) would benefit staff within the Human Resources Unit dealing with the Unit’s Industrial Relations tasks and responsibilities (select more than one area if you wish)?

Employment Law [ ]

Industrial Relations – Legislation [ ]

Negotiations and Conflict Resolution [ ]

Civil Service employment terms & conditions [ ]

The Civil Service Conciliation & Arbitration scheme [ ]

Public Service Agreements – provisions & implementation [ ]

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Other areas (please specify):

Q8 What measures/actions/initiatives have been taken to acquire/maintain the optimum Industrial Relations expertise in the Human Resources Unit?

Q9 What measures, actions, initiatives, or supports, would you like to see put in place in order to

reach/maintain the acquired Industrial Relations expertise in your Human Resources Unit?

These responses were summarised into text as they could not appropriately be expressed in

graph/chart form.

It was decided to circulate the questionnaire individually to HR Managers (by email) as it was

considered that this approach would make the questionnaire more ‘personal’ to the receiver who

would readily see that it was short, anonymous, and not time consuming to complete. The

purpose of the project was clearly explained. It was hoped that the response rate would increase

by employing this approach. The responses were manually collated in a Microsoft Excel

spreadsheet for recording and analysis.

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4. Analysis of Results

4.1 Findings

16 completed questionnaires were received from the 18 HR Managers contacted, i.e. 89% return

rate. In all areas the HR Managers are satisfied with IR expertise at some level, and no questions

attracted a ‘Not Satisfied’ response. However, while of course, the results varied between the

different Departments it is clear that there are areas in which IR skills, knowledge and experience

can be enhanced, improved and developed. Much has been done in this regard, and the HR

Managers identified an extensive range of measures that have already been implemented in

order to develop IR expertise. Furthermore, and very importantly, the HR Managers have

identified many measures that can be taken to further enhance IR expertise. This insightful input

is crucial in order to compile a comprehensive list of recommendations which can be reviewed

and considered.

The majority of HR Managers (69%) consider that their HR Units do not entirely have the required

staffing levels to carry out the IR tasks and responsibilities. Furthermore, 75% of HR Managers

have identified that IR knowledge, skills and experience could be enhanced and developed

further. It has also been identified that in some HR Units greater familiarity/confidence in dealing

with the formal processes of the CS C&A Scheme is required. However, notwithstanding this, the

majority of HR Managers (69%) are very or extremely satisfied that the staff within the HR Units

dealing with IR activities have the capacity to engage effectively with staff representatives and

union officials inside and outside of the formal IR processes.

In relation to attracting and retaining staff, just under half of all HR Managers who responded

considered that it was difficult to attract staff to IR roles – only 27% disagreed. However, it would

seem that it is more difficult to attract people to IR areas than it is to retain them, as only 7%

agreed that is was difficult to retain IR staff, although it is worth noting that 40% were undecided.

When asked which areas, if any, it is considered that greater expertise would benefit staff dealing

with IR matters, all areas were identified by at least one of the HR Mangers. While some areas

attracted more attention from the HR Managers it is clear that IR staff would benefit from

enhanced expertise in the wide range of areas associated with the IR tasks and responsibilities.

In order of popularity these areas are as follows:

a) Negotiations and Conflict Resolution b) Employment Law c) Industrial Relations Legislation d) The Civil Service Conciliation and Arbitration Scheme e) Public Service agreements, provisions and implementation f) Civil Service employment terms and conditions

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Finally, all HR Managers who responded to the survey identified initiatives which would enhance,

develop and acquire IR expertise. These suggestions ranged from formal training, improved

information resources, networking, professionalisation of the roles within HR, and obtaining the

expertise through expressions-of-interest and specialist competitions.

Details of the results of each question are set out in appendix 4, 5 and 6.

4.2 Comparison between Large Departments and Small Department

Consideration was also given to whether there were differing results between large and small

Departments. The 16 departments who responded to the survey were categorised into either

‘Large Departments’ or ‘Small Departments’ based on the number of staff in each Department.

Based on staff numbers, 5 Departments were classified as being large (i.e. over 1,500 staff) and

11 were classified as small Departments (i.e. less than 1500 staff). The level of satisfaction with

IR expertise in each department was determined from the response HR managers gave in the

survey.

Details of the results of this comparison for each question are set out in appendix 7.

4.3 Analysis of the comparison between large and small Departments

From evaluating and comparing the responses to the questions raised, it is clear that larger

Departments are more satisfied with their IR expertise than smaller Departments.

One suggestion for why this could be the case is that larger Departments have greater staff

resources in their HR divisions. This means that they may be able to dedicate staff solely to IR

issues - something that smaller Departments would not have the resources to do. Additionally,

larger Departments may be more satisfied with their IR expertise as they often deal with more IR

issues across a wider range of grades (administrative, professional and technical) and functions.

This lends itself to the development of greater expertise in dealing with a greater volume and

wider range of IR issues.

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5. Recommendations for Consideration

5.1 Introduction - Taking into account current thinking in relation to the IR/ER activity within

HR; the current Civil Service IR environment; current IR challenges; the responses to the survey;

and the suggestions put forward by the HR Managers, the following recommendations are put

forward for review in order to further develop and attract IR expertise into the HR Units across

Government Departments. Ongoing professionalisation of HR/IR roles is essential to ensure that

the HR Units have the expertise to efficiently carry out IR responsibilities and engage effectively

in the IR environment. This can be done through recruitment policies and initiatives; learning and

development (education and training); information sharing and networking.

5.2 Recruitment

In order to attract those with the required IR expertise, specialist competitions run by the Public

Appointments Service (PAS) should be carried out on a regular basis in order to set up panels of

HR/IR specialists. This will help ensure that the expertise needed is being secured and is readily

available to Departments when needed. This would also facilitate succession planning by

avoiding delays in replacing staff who leave. In this context, the AO IR Graduate Development

Programme should be widened to recruit greater numbers of graduates who will gain experience

and knowledge over the two-year development programme. A greater number of graduates

would allow for a greater number of Departments being involved in the programme.

Internal expression-of-interest (EOI) selection processes is another way to identify and secure IR

expertise. Those interested in working in IR, and who have the expertise, may be assigned to

relevant areas.

A career pathway for IR/ER specialists should be developed. This would require the development

of opportunities for promotion competition and opportunities to upskill for management

positions. This measure would help to attract and retain IR/ER executives.

5.3 Learning and Development

5.3.1 Continuance of Longer Term Education

Long-term third level education opportunities should be identified and supported. The Civil

Service already have a refund-of-fees scheme to support staff who wish to acquire relevant third

level qualifications.

The recent development of the Professional Diploma in Industrial and Employment Relations

delivered by the IPA has been very successful and many HR Managers identified the need for this

to continue. This programme is tailor made for public service staff working in HR/IR/ER areas

and includes delivery of presentations/lectures by subject matter experts (SMEs). Staff in the

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relevant areas should be supported and encouraged to undertake this and/or other relevant third

level studies.

5.3.2 Increased Focus on Short Term Training

In order to address the difficulty that some staff might have in enrolling for longer term studies

due to the time commitment required to undertake such studies, it is recommended that, in

addition to longer term studies, a range of shorter topic focused training be identified. As

identified by the HR Managers training topics would include:

a) Employment Law. b) Industrial Relations Legislation. c) Negotiations and Conflict Resolution. d) Civil Service employment terms and conditions. e) The Civil Service Conciliation and Arbitration Scheme. f) Public Service agreements, provisions and implementation. g) CS C&A Scheme – procedures and processes of all forums. h) WRC processes and mediation. i) Public Service policies and Public Service agreements.

There are a number of ways in which this training might be delivered and it is recommended that

consideration be given to how these items might be tailored and centrally delivered. In this

context it is suggested that OneLearning4 (the Civil Service Learning and Development Centre) be

consulted for advice and support. Many training programmes can be successfully delivered

online using different platforms and webinars which can be assessed by the attendees remotely.

Greater use of technology will provide increased flexibility for the delivering and attendance of/at

training.

5.4 Information Sharing and Networking

A number of suggestions were made that there should be a central repository for IR documents

and information to help ensure that information is shared and is readily available for those that

need it. Another suggestion relating to this was that quarterly IR briefing be arranged to provide

IR executives in the Civil Service with updates on current IR matters. Furthermore, it was

suggested that a center of excellence be established to provide advice and answers to queries

arising.

The Civil Service Industrial Relations Network (CSIRN) was established in 2019. It provides a

forum at which Civil Service HR/IR managers can receive updates, make contact with other HR/IR

4 OneLearning was established in 2017 and is the Civil Service Learning and Development Centre staffed by Civil Servants and based in the Dept. of Public Expenditure and Reform. Civil Service Learning and Development Business Partners from all organisations across the Civil Service have played and continue to play a key role in the design and priorities of OneLearning

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Managers, and share experiences/knowledge. The forum meets on a quarterly basis to discuss

collective IR matters arising in Civil Service Departments/Offices. The CSIRN agenda includes:

a) Updates/presentations on central Civil Service pay policy. b) Updates/input regarding internal IR structures. c) Updates from HR/IR Managers on significant IR matters relating to collective

agreements arising in Departments. d) IR matters of mutual concern across the Civil Service.

The recently established CSIRN is already delivering on some of the suggestions made but it is

recommended that management for the CSIRN consider the aforementioned suggestions with a

view to expanding the remit of the Network. For example, the idea of a central repository for IR

documents and information has been raised and this idea should be explored further. The

options available should be set out e.g. the different IT platforms that could facilitate the central

information resource should be considered. In addition to informing current IR executives, the

creation of a knowledge/information bank would help to address the loss of knowledge as staff

leave IR areas. This resource will assist new staff in ‘getting up to speed’ in relation to IR matters.

Furthermore, the format of the CSIRN could be restructured to include more formal and detailed

updates on current central IR matters arising. Further “advertising” of the network might need

to be considered to ensure that all HR/IR executives are aware of the benefits the Network

provides.

In order to utilise the already established CSIRN forum the following should be considered and

explored:

a) Although very well attended, how can attendance be maximised at CSIRN meetings? b) Should meetings be held more frequency (currently held on a quarterly basis)? c) How briefing and updates on current IR matters might be best delivered. d) The setting up of a central repository for IR documents and information. e) Could better use of email communication be made between meetings e.g. news

bulletins to keep attendees updated? f) Expand the range of topics discussed and greater use of presentations by SMEs to

develop IR knowledge.

5.5 Review

It is acknowledged that this research represents a ‘snap-shot’ of the current position particularly

in relation to staffing resources and expertise within Civil Service HR Units in 2020. This is subject

to change. Therefore, it is considered that the survey that issued to HR Managers should issue

periodically so that it can be reviewed and trends identified. This will assist in evaluating the

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impact of measures and initiatives implemented and will help in identifying additional measures

if required.

6. Conclusion Good IR underpins industrial peace, and promotes productivity and economic wellbeing. IR is

recognised as a key activity of the HR function. In order to provide an effective and efficient IR

service to the Civil Service Departments, IR expertise (experience, skills and knowledge) is

required of IR executives. It is a challenging role and there is a broad range of knowledge required

in such areas as: employment law; IR legislation; CS processes and procedures; central collective

agreements and Government policy. In terms of skills and experience, these are required most

notably in negotiations and conflict resolution.

While there is significant IR expertise in the Civil Service it is clear from the responses to the

survey that issued to HR Managers that there is room for improvement. However, in terms of

the question as to whether any shortcomings in IR expertise are impacting negatively on

Management’s ability to engage effectively with union officials within the Civil Service Industrial

Relations processes and procedures, 69% of HR Managers indicated that they were very or

extremely satisfied that this is not the case.

The HR Managers identified a significant number of measures already taken to develop IR

expertise, and valuable input and suggestions were provided in relation to measures and

initiatives that they consider should be taken to increase the level of IR expertise.

Areas identified are: the continued professionalisation of IR/ER; learning and development

opportunities; knowledge/information sharing and networking. Within these overarching

themes, specific suggestions have informed the recommendations made. It is worth noting that

not only have recommendations been made, but suggestions on how these recommendations

might be implemented have been put forward in this paper. This in itself suggests that the

recommendations are “doable”, and it is considered important that progress be evaluated

periodically and interventions amended and augmented in order to help ensure that the

important activity of IR is properly resourced and supported as required.

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Bibliography:

Aghazadeh, S. (2003) ‘The future of human resource management’. Work Study, 52(4): pp. 201-

207.

Bryman, A., and Bell, E. (2011) Business Research Methods. 3rd ed. New York: Oxford University

Press Inc.

Civil Service HR Division (2017) People Strategy for the Civil Service 2017 - 2020. Dublin:

Department of Public Expenditure and Reform.

The Irish Government (2014) Civil Service Renewal Plan – A Vision and Three Year Action Plan

for the Civil Service. Dublin: Department of Public Expenditure and Reform.

Gunnigle, P., Heraty, N. & Morley, J. M. (2017) Human Resource Management in Ireland. 5th ed.

Antrim: W&G Baird.

Igbinomwanhia, O. R., Iyayi, O. & Iyayi, F. (2013) ‘Human Resource Outsourcing: Is The HR

Function Losing Its Relevance in Organisations?’. KJBM, 5(1): pp. 52-68.

Quinlan, C. (2011) Business Research Methods. London: South-Western Cengage Learning.

Torrington, D., Hall, L. & Taylor, S. (2008) Human Resource Management. 7th ed. Edinburgh

Gate, Harlow, Essex, England: Pearson Education Limited.

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Appendices:

Appendix 1 - List of Government Departments Requested to Complete the

Survey.

As at June 2020, there were 17 government departments, or departments of state as follows (The Office

of the Revenue Commissioners was included for completeness).

Department of Agriculture, Food and the Marine

Department of Business, Enterprise and Innovation

Department of Children and Youth Affairs

Department of Communications, Climate Action and Environment

Department of Culture, Heritage and the Gaeltacht

Department of Defence

Department of Education and Skills

Department of Employment Affairs and Social Protection

Department of Finance

Department of Foreign Affairs and Trade

Department of Health

Department of Housing, Planning and Local Government

Department of Justice and Equality

Department of Public Expenditure and Reform

Department of Rural and Community Development

Department of the Taoiseach

Department of Transport, Tourism and Sport

Office of the Revenue Commissioners

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Appendix 2 - Copy of email that issued to HR Managers

Dear [name of HR Manger]

As part of the Professional Diploma in Industrial and Employment Relations being delivered by the Institute of Public Administration I am undertaking a work-based research project which examines the capacity of Human Resources Units to deal with their respective Industrial Relations tasks and responsibilities.

In the context of the process and procedures of the Civil Service Conciliation and Arbitration Scheme, this research project aims to:

a) assess current levels of Industrial Relations expertise available within Human Resources Units in Government Departments

b) identify any deficits in skills and knowledge c) assess whether it is considered that any deficits in expertise identified are impacting negatively

on Management-Union engagement d) make recommendations as to how Industrial Relations expertise might be best enhanced.

In order to deliver on the aims identified I am eager to get your views, and as part of this research I am contacting each Human Resources Manager in Government Departments to determine the following:

Do Human Resources Managers in Civil Service Departments consider that they have, within the Human Resources Units, the required Industrial Relations expertise (skills, knowledge and experience) in order for Human Resources Units to engage effectively in the Civil Service’s Industrial Relations environment?

A short questionnaire of 9 questions is attached and I would be grateful if you would complete this questionnaire in respect of your area and return it to me, by email, by Tuesday 7th July.

Completed questionnaires will be treated in strict confidence. No Department will be named or identified in the research paper. Aggregate information will be used, and only where appropriate will Departments be grouped and categorised as being small, medium or large based on overall staff numbers.

The findings and recommendations arising from this research will influence measures and initiatives designed to support the Industrial Relations Executive in the Civil Service. Current initiatives include:

The Industrial Relations Graduate Programme

The Professional Diploma in Industrial and Employment Relations

The Civil Service Industrial Relations Network

Your input will be invaluable to the enhancement of these initiatives and in identifying new measures/supports.

If you have any queries regarding the attached questionnaire or any aspect of the overall research paper please let me know and I will be happy to answer them.

Regards,

Niall Quinn, Public Service Pay & Pensions Division, Department of Public Expenditure and Reform,

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Appendix 3 - Questionnaire that issued to HR Managers

Questionnaire (9 Questions)

Please note that completed questionnaires will be treated in strict confidence. No Department will be named or identified in the research paper. Only aggregate information will be used.

Q1 In terms of staff numbers and grading, to what extent do you consider that there are sufficient staff available within the Human Resources Unit to carry out the Unit’s Industrial Relations tasks and responsibilities (please tick one box below)?

Not At All Satisfied [ ]

A Little Satisfied [ ]

Somewhat Satisfied [ ]

Very Satisfied [ ]

Extremely Satisfied [ ]

Q2 To what extent are you satisfied that, within the Human Resources Unit, the level of expertise (knowledge, skills and experience) is available to effectively carry out the Unit’s Industrial Relations tasks and responsibilities (please tick one box below)?




Very Satisfied [ ]


Q3 To what extent are you satisfied that the staff within the Human Resources Unit dealing with Industrial Relations matters are familiar and comfortable working within the formal processes of the Civil Service Conciliation and Arbitration Scheme e.g. Departmental Council, Adjudications/Arbitrations, (please tick one box below)?




Very Satisfied [ ]


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Q4 To what extent are you satisfied that the staff within the Human Resources Unit dealing with Industrial Relations matters have the capacity to engage effectively with staff representatives and union officials inside and outside of the formal Industrial Relations processes (please tick one box below)?




Very Satisfied [ ]


Q5 To what extent would you agree with the following statement?

It is difficult to attract staff to Industrial Relations roles.

(please tick one box below)

Strongly Agree [ ]

Agree [ ]

Undecided [ ]

Disagree [ ]

Strongly Disagree [ ]

Q6 To what extent would you agree with the following statement?

It is difficult to retain staff in Industrial Relations roles.

(please tick one box below)

Strongly Agree [ ]

Agree [ ]

Undecided [ ]

Disagree [ ]

Strongly Disagree [ ]

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Q7 In which of the following areas, if any, do you consider greater expertise (knowledge, skills and experience) would benefit staff within the Human Resources Unit dealing with the Unit’s Industrial Relations tasks and responsibilities (select more than one area if you wish)?

Employment Law [ ]







Q8 What measures/actions/initiatives have been taken to acquire/maintain the optimum Industrial Relations expertise in the Human Resources Unit?

Q9 What measures, actions, initiatives, or supports, would you like to see put in place in order to reach/maintain the acquired Industrial Relations expertise in your Human Resources Unit?

Please return, by email, completed questionnaire, [email protected] by Tuesday 7th July. If you have any queries regarding this questionnaire or any aspect of the research paper I can be contacted by email or at 1 076 100 7260 or mobile 086 606165.

Niall Quinn Civil Service Industrial Relations Unit Public Service Pay and Pensions Division.

mailto:[email protected]

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Appendix 4 – Survey Findings - details

Question 1 – Staff Numbers/Grading

In terms of staff numbers and grading, to what extent do you consider that there are sufficient

staff available within the Human Resources Unit to carry out the Unit’s Industrial Relations tasks

and responsibilities?

As recorded in the chart above;

69% of HR managers who responded were either a ‘little satisfied’ or ‘somewhat

satisfied’ that there is sufficient staff at the appropriate grade available within the

Human Resources Unit to carry out the Unit’s industrial tasks and responsibilities.

Therefore, only 30% are very or extremely satisfied that there are sufficient personnel.

0

2

9

4

1

Not Satisfied

A Little Satisfied

Somewhat Satisfied

Very Satisfied

Extremely Satisfied

0 1 2 3 4 5 6 7 8 9 10

DEPARTMENTS RESPONSE TO QUESTION ONE

Not Satisfied A Little Satisfied Somewhat Satisfied Very Satisfied Extremely Satisfied

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Question 2 – knowledge, skills and experience

To what extent are you satisfied that, within the Human Resources Unit, the level of expertise

(knowledge, skills and experience) is available to effectively carry out the Unit’s Industrial


Responses to this question show:

Only 25% of HR Managers who responded are very or extremely satisfied that their

Human Resources Unit has the level of expertise (knowledge, skills and experience)

available to effectively carry out the Unit’s Industrial Relations tasks and responsibilities.

No respondents were ‘Not Satisfied’, consequently 75% of HR managers were either a

little or somewhat satisfied with the level of expertise in their Human Resources Unit.

0

4

8

3

1

Not Satisfied

A Little Satisfied

Somewhat Satisfied

Very Satisfied

Extremely Satisfied

0 1 2 3 4 5 6 7 8 9

DEPARTMENTS RESPONSE TO QUESTION 2


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Question 3 – familiarity working within the formal processes

To what extent are you satisfied that the staff within the Human Resources Unit dealing with

Industrial Relations matters are familiar and comfortable working within the formal processes

of the Civil Service Conciliation and Arbitration Scheme e.g. Departmental Council,


Responses received to this question show;

56% of HR Managers were either a little satisfied or somewhat satisfied that staff within

the HR Unit dealing with industrial relations matters were comfortable working within

the formal processes of the Civil Service Conciliation and Arbitration Scheme e.g.

Departmental Council, Adjudications/Arbitrations. As no one responded ‘Not Satisfied’

this means 44% of respondents were very or extremely satisfied.

0

4

5

6

1

Not Satisfied

A Little Satisfied

Somewhat Satisfied

Very Satisfied

Extremely Satisfied

0 1 2 3 4 5 6 7



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Question 4 – effective engagement with staff representatives and union officials




As recorded in the chart above:

Responses received to question 4 show that 69% of HR Mangers are very or extremely satisfied that the staff within the Human Resources Unit dealing with Industrial Relations matters have the capacity to engage effectively with staff representatives and union officials inside and outside of the formal Industrial Relations processes. No one was ‘Not Satisfied’ and consequently 31% were either a little or somewhat satisfied.

2

3

7

4

A Little Satisfied

Somewhat Satisfied

Very Satisfied

Extremely Satisfied

0 1 2 3 4 5 6 7 8


A Little Satisfied Somewhat Satisfied Very Satisfied Extremely Satisfied

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Question 5 – attracting staff to IR roles

To what extent would you agree with the following statement?


As can be seen from the pie chart above;

46% of HR Managers either agreed or strongly agreed with the statement that it is difficult to

attract staff to IR roles while 27% disagreed. A further 27% were undecided and nobody

strongly disagreed with the statement.

StronglyAgree

6%

Agree40%

Undecided27%

Disagree27%

StronglyDisagree

0%

DEPARTMENTS REPONSE TO QUESTION 5

Strongly Agree Agree Undecided Disagree Strongly Disagree

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Question 6 - retaining staff in IR roles



As recorded on the chart above;

53% of respondents disagreed with this statement that it is difficult to retain staff in IR roles while 7% strongly agreed. 40% were undecided.

StronglyAgree

7%

Agree0%

Undecided40%

Disagree53%

StronglyDisagree

0%


Strongly Agree Agree Undecided Disagree Strongly Disagree

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Question 7 – areas where greater expertise is needed

In which of the following areas, if any, do you consider greater expertise (knowledge, skills and

experience) would benefit staff within the Human Resources Unit dealing with the Unit’s


Other areas identified where greater expertise is needed were:

Staff should complete training in conducting appeals/investigation via eLearning modules to show the importance of the process and challenging scenarios. Staff in these areas should receive monthly e-bulletins on cases applicable to our sector, this could enhance the learnings by providing an opportunity to have discussions with their team.

The employee relations environment in the Department that staff work in. Understanding culture of the organisation helps in the engagement on IR – some departments have a culture where staff will turn to the IR sphere immediately rather than liaise locally first – there is a need to build relationships locally and set out engagement arrangements locally that are agreed and understood by all parties.

The value and benefits of Mediation as a dispute resolution mechanism.

The information collated in respect of question 7 shows that:

all HR Managers identified more than one area where they believed their staff would benefit from greater expertise. The requirement for greater ‘Negotiation and Conflict Resolution’ expertise came out on top with 75% of HR Managers identifying this area. The area least identified was ‘Civil Service Employment Terms & Conditions’ with 44%.

1110

12

79

8

3

0

2

4

6

8

10

12

14

EmploymentLaw

IndustrialRelations-Legislation

Negotiationsand ConflictResolution

Civil Serviceemployment

terms &conditions

The Civil ServiceConciliation &

Arbitrationscheme

Public Service Agreements –provisions &

implementation

Other areas(please specify)

Nu

mb

er

of

De

par

tme

nts

Areas where greater expertise is needed

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Question 8 – interventions taken to acquire IR expertise

What measures/actions/initiatives have been taken to acquire/maintain the optimum Industrial

Relations expertise in the Human Resources Unit?

A full account, as reported by the HR Managers, of the measures already taken to enhance and

develop IR expertise is provided at appendix 5. These have been collated as follows;

a) Learning and Development o Support for staff to obtain third level qualifications such as the Professional

Diploma in Industrial and Employment Relations delivered by the Institute of Public Administration (IPA).

o Shorter training sessions on specific topics e.g. webinars from employment law experts focusing on employment law.

o Chartered Institute of Personnel and Development (CIPD) membership and training courses.

b) Recruitment o Recruiting specifically for HR roles – bringing in IR skills from outside the Civil

Service. o Conducting Expressions-of-Interest (EOI) from current staff to identify those

qualified and interested in working in IR/ER areas. o Succession planning to avoid gaps in staffing levels.

c) On-the-job

o Opportunities to learn and gain experience as matters arise. o Handover from exiting staff to incoming staff. o Exploit opportunities for staff to “sit-in” on meetings, hearings etc.

d) Networking

o Civil Service Industrial Relations Network (CSIRN). o HR Managers Network. o National Conferences e.g. Industrial Relations News (IRN) Annual Conference.

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Question 9 - interventions proposed in order to acquire IR expertise

What measures, actions, initiatives, or supports, would you like to see put in place in order to


A full account, as reported by the HR Managers, of the measures required to further enhance

and develop IR expertise is provided at appendix 6. These have been collated as follows;

a) Professionalisation o Ongoing professionalisation of the HR/IR role o Wider use of the Administrative Officer (AO) IR Graduate Programme – more

Departments should be involved. o Greater use of the HR Business Partner model. o Defined career pathway in HR for IR/ER specialists.

b) Learning and Development

o Centralised specialist training in all relevant areas e.g. negotiation skills; conflict resolution; negotiations; employment law.

o DPER policy areas to provide training/roadshows/forums including quarterly IR briefing sessions.

o Further DPER training on the processes and procedures of the CS C&A Scheme. o Greater use of short focused training. o Civil Service Human Resources Division (CSHRD) model for providing access to 3rd

party employment law expertise. o Training on WRC processes and mediation.

c) Recruitment

o Recruiting specifically for HR/IR roles – bringing in IR skills from outside the Civil Service – the establishment of specialist HR/IR panels.

o Formal succession plan should be designed. o Need to meet incoming staff before they start to ensure best fit before

assignment. o Staffing levels need to be increased to ensure real depth of expertise in IR

matters.

d) Knowledge Resource o A central resource site for IR documents/information i.e. a central repository for

knowledge. o Centre of excellence as per the CSHRD model for IR queries and advice.

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Appendix 5 – Record of Departments Response to Question 8 - interventions

already taken to acquire IR expertise

Departments Response to Question 8 Department 1 Some members of the team (PO and AP) have been hired in from the

private sector and have brought IR experience from previous roles. Both are members of CIPD which keeps us up to date with developments in employment law.

Some members of the team attended the recent Byrne Wallace webinars on Employment Law in the Civil Service which they found very useful and applicable to their roles.

A team member who deals with industrial staff, attends central meetings with other HR colleagues and DPER – and through this forum stays up to date on IR developments.

Department 2 Ongoing training such as Employment Law, Conducting Appeals/Investigations.

Bringing staff along to cases where possible.

Department 3 Staff are engaged in CIPD programmes or are already CIPD accredited which are HR focussed, but there are no staff with IR qualifications and very little experience of this.

The department has a good relationship with our employees and Unions meaning that many issues are resolved locally or via Departmental Council. Issues rarely go beyond this.

As a result there is very little current expertise of dealing with issues that escalate as staff have not had the exposure to more complex IR issues. Should something arise, there will be a need for external support.

Department 4 A number of staff are undertaking a variety of HR and IR courses to upskill. However, depending on the unions being dealt with, some require a greater focus on employment law, while others require significant negotiation skills.

Department 5 The HR manager has ensured their team is developed in their roles, support learning and also other supports that help staff in their roles, for example attending the DPER events relating to IR and also encouraging engagement with IR unit staff in other departments.

There is a need for succession planning in the role and to have an opportunity to work in HR and the business areas of the department, as these give a more in-depth knowledge of the business of the department which is important working in this sphere.

Department 6 Each of the APs have responsibility for particular aspects of HR in relation to Industrial relations and legal issues in relation to IR. A

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number of staff have undertaken courses run by DPER and outside groups/colleges on HR related topics. Staff also attend DPER industrial relations forum meetings.

We have appointed an AO from the PAS HR panel (to find they have the qualification but no experience in an HR environment).

Department 7 Active member of The Civil Service Industrial Relations Network

Several staff members undertaking HR Studies in own time.

Nominee put forward for the Professional Diploma in Industrial and

Employment Relations Programme 2020-2021.

Active members of HR Managers Networks at PO and APO Levels.

Department 8 Succession Planning -HEO – AP internal HR Specialist Competition

Expression of Interest system used for filling HEO and EO posts to ensure the right fit for the unit.

Sponsor members of IR Team to engage in areas of HR and IR studies through the CIPD and IPA.

Department 9 HR Manager has the required expertise but other staff do not and seem reluctant to take on this area.

HEOs have been encouraged to attend the IR network. There has been some success with this.

Staff have been encouraged to do the Professional Diploma in IR, but no take up!

Department 10 Colleagues in DBEI HR attending D/PER HR IR networks

2 colleagues completed Employment Law Diploma in 2020, attendance at national conferences

Working to ensure the Departmental Council is positively attended

Strong engagement and communication mechanisms are in place for unions and staff reps.

Department 11 Our staff have the capability and learning and experience is gained on the job dealing with issues as they arise.

As well as attending L&D programmes such as the Byrnes Wallace organised by CSHR.

Department 12 The Professional Diploma in Industrial and Employment relations: One HR team member enrolled for current academic year. One HR team member identified for academic year

2020/2021.

In addition, the Diploma will be offered other HR team members in the future.

One team member has had previous extensive experience in the Conciliation and Arbitration field in the Civil Service.

Department 13 Succession planning initiatives are in place across the HR Unit so that institutional knowledge is retained.

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In addition staff are encouraged to and supported in undertaking further studies in HR related areas.

Membership of and participation in the IR Network has maintained a certain level of awareness of IR within the HR team.

Department 14 Engagement with graduate programmes.

Professionalisation of HR initiative.

Introduction of the HR Business Partner model.

Targeted training and development initiatives.

Department 15 Attendance at employment law seminars.

Handovers between staff who are being replaced in that area.

Mediation training for staff.

CIPD qualifications for HR staff.

Department 16 Some staff have completed employment law and IR legislation training but are not specialised in those areas.

Procurement of specialist legal advice.

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Appendix 6 – Record of Departments Response to Question 9 - interventions

suggested/proposed in order to acquire IR expertise

Departments Response to Question 9 Department 1 A number of the team members would benefit by improving their

negotiating skills.

Having a better understanding of the dynamics of the IR structures within the Civil Service – i.e. Departmental Council and escalation procedures.

Department 2 Specialist Training.

Career Pathways within HR.

Ongoing Professionalisation of the Role.

Attracting Experienced staff via specialist Panels.

DPER Policy unit to continue to provide training/roadshows/forums

To have a specialist DPER site for all IR documents, information, frameworks, eLearning etc.

Department 3 A PAS panel at AP level and at HEO level, which individual Departments can access, where people with IR expertise can be brought into HR Units in Government Departments.

Formal training for HR staff on the Conciliation and Arbitration Scheme, in addition to training on engaging with the WRC and other relevant bodies.

Department 4 It would be useful to continue to build a central repository of knowledge which can be drawn from as the need arises.

The CSHR model for providing access to Byrne Wallace has proved useful and perhaps a similar access for IR issues/negotiations would be useful.

Department 5 Would like the department to be part of the AO programme that is promoted under the IR sphere – staff would benefit from working with a big organisation. They could bring their knowledge to us and if they have had the opportunity to work in a few departments, policy and operational.

A formal succession plan in place for staff who wish to come into the role that also encompasses working in other areas of HR and the operational side.

Department 6 The recruitment process through PAS is not supportive in getting suitable staff for particular areas. No other employer sees there new member for the first time on the day they start work! We need to be able to access the required skills more easily (this applies not just to HR).

Department 7 Centralised training on WRC processes.

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Centralised training on mediation. Department 8 Already in place, professionalising HR/IR with qualification

opportunities should ensure our levels are maintained. Department 9 It is very hard in a small department to get deep expertise on this

subject matter below the level of HR Manager who is closely involved in IR issues.

Department 10 The support provided by D/PER CSHR, and the centre of expertise model has been a very valuable resource and the broadening of and sustainability of this centralised resource is of great value.

Ongoing talent development in this area, and perhaps an AO IR stream would bring great benefits too, demonstrating the need and specialisation for this expertise in the sector.

Department 11 There is a high turnover of staff through promotion in the department, so building expertise is a challenge.

We need an expertise resource (knowledge centre) at the centre that is responsive and can deal with queries by phone/email.

Department 12 Quarterly IR briefings for the HR Community.

Continuous engagement with the Professional Diploma in Industrial and Employment relations.

Bespoke training for managers in this area particularly Conflict Resolution.

Department 13 Civil Service-specific IR training provided for staff new to HR across the Civil Service – even just a high level overview of the structures in place - like an induction session that could be run once or twice a year for junior staff who are promoted or new entrants to the Civil Service.

Department 14 Wider use of the HR Business Partner model.

More short term and frequent training as long term courses take quite an amount of personal commitment and this can be a deterrent.

Department 15 Central training on all of the areas set out in Q7.

Department 16 The resource availability to specialise in these areas – not possible with current staffing levels.

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Appendix 7 – Comparison of results between large and small Departments

Question 1 – Staff Numbers/Grading

In terms of staff numbers and grading, to what extent do you consider that there are sufficient

staff available within the HR Unit to carry out the Unit’s IR tasks and responsibilities?

Not Satisfied

0%

A Little Bit Satisfied

0%

Somewhat Satisfied

40%

Very Satisfied

40%

Extremely Satisfied

20%

Question One: Bigger Departments

Not Satisfied A Little Bit Satisfied

Somewhat Satisfied Very Satisfied

Extremely Satisfied

Extremely Satisfied

0%

A Little Bit

Satisfied18%

SomewhatSatisfied

64%

VerySatisfied

18%

NotSatisfied

0%

Question One: Smaller Departments



Extremely Satisfied

Bigger Departments

40% of Bigger Departments

were very satisfied that there

is sufficient staff available to

carry out the units IR tasks

and responsibilities.


were somewhat satisfied.


were extremely satisfied.

0% of Bigger Department

were either not satisfied or a

little bit satisfied.

Smaller Departments

18% of Smaller Departments

were very satisfied that

there is sufficient staff

available to carry out the

units IR tasks and

responsibilities.


were somewhat satisfied


were a little bit satisfied.


were either not satisfied or

extremely satisfied.

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Question 2 – knowledge, skills and experience

To what extent are you satisfied that, within the Human Resources Unit, the level of expertise

(knowledge, skills and experience) is available to effectively carry out the Unit’s Industrial


NotSatisfied

0%


20%

SomewhatSatisfied

20%

VerySatisfied

40%

Extremely Satisfied

20%

Question Two: Bigger Departments



Extremely Satisfied

ExtremelySatisfied

0%

A LittleBit

Satisfied27%

Somewhat Satisfied

64%

Very Satisfied

9%

NotSatisfied

0%

Question Two: Smaller Departments



Extremely Satisfied

Bigger Departments

40% of Bigger Departments were very

satisfied that there is a sufficient level

of knowledge available to carry out

the units IR tasks and responsibilities.

20% of Bigger Departments were

somewhat satisfied.


extremely satisfied.

20% of Bigger Department were a

little bit satisfied.

0% of Bigger Department were not

satisfied.

Smaller Departments


were very satisfied that there

is a sufficient level of

knowledge available to carry

out the units IR tasks and

responsibilities.




were a little bit satisfied



extremely satisfied

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Question 3 – familiarity working within the formal processes


Industrial Relations matters are familiar and comfortable working within the formal processes

of the Civil Service Conciliation and Arbitration Scheme e.g. Departmental Council,


Not Satisfied

0%


0%

Somewhat Satisfied

20%

Very Satisfied

60%

Extremely Satisfied

20%

Question Three: Bigger Departments



Extremely Satisfied

Not Satisfied

0%


37%

Somewhat Satisfied

36%

Very Satisfied

27%

Extremely Satisfied

0%

Question Three: Smaller Departments



Extremely Satisfied

Bigger Departments


were very satisfied that HR staff

are familiar and comfortable

dealing with the process of the

Civil Service C&A Scheme.


were somewhat satisfied.



0% of Bigger Department were

either not satisfied or a little bit

satisfied.

Smaller Departments



are familiar and comfortable

dealing with the process of the

Civil Service C&A Scheme.







extremely satisfied

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Question 4 – effective engagement with staff representatives and union officials




Not Satisfied

0%A Little Bit Satisfied

0%

Somewhat Satisfied

0%

Very Satisfied

60%

Extremely Satisfied

40%

Question Four: Bigger Departments



Extremely Satisfied

Not Satisfied

0%


18%

Somewhat Satisfied

27%

Very Satisfied

37%

Extremely Satisfied

18%

Question Four: Smaller Departments



Extremely Satisfied

Bigger Departments


were very satisfied that HR

staff have the capacity to

engage effectively with staff

reps and unions inside and

outside of the formal IR

processes




either not satisfied, a little bit

satisfied or somewhat satisfied

Smaller Departments



have the capacity to engage

effectively with staff reps and

unions inside and outside of

the formal IR processes


were extremely satisfied






were not satisfied

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Question 5 – attracting staff to IR roles



Strongly Agree

0%

Agree40%

Undecided20%

Disagree40%

StronglyDisagree

0%

Question Five: Bigger Departments

Strongly Agree Agree

Undecided Disagree

Strongly Disagree

StronglyAgree

0%

Agree40%

Undecided30%

Disagree30%

StronglyDisagree

0%

Question Five: Smaller Departments


Undecided Disagree

Strongly Disagree

Bigger Departments


disagree with the statement ‘It

is difficult to attract staff to IR

roles’


agree with the statement.


were undecided


either strongly agreed or

strongly disagreed with the

statement

Smaller Departments


disagree with the statement

‘It is difficult to attract staff to

IR roles’


agree with the statement

30% of the Smaller

Departments were undecided


either strongly agreed or

strongly disagreed with the

statement.

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Question 6 - retaining staff in IR roles



StronglyAgree

0%

Agree0%

Undecided20%

Disagree80%

StronglyDisagree

0%

Question Six: Bigger Departments


Undecided Disagree

Strongly Disagree

StronglyAgree10%

Agree0%

Undecided50%

Disagree40%

Strongly Disagree

0%

Question Six: Smaller Departments


Undecided Disagree

Strongly Disagree

Bigger Departments



is difficult to retain staff in IR

roles’


were undecided


either agreed, strongly agreed

or strongly disagreed with the

statement

Smaller Departments



is difficult to retain staff in IR

roles’

50% of the Smaller

departments were undecided


strongly agreed with the

statement.


either agreed or strongly

disagreed.

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Question 7 - areas where greater expertise is needed

In which of the following areas, if any, do you consider greater expertise (knowledge, skills and

experience) would benefit staff within the Human Resources Unit dealing with the Unit’s


Employment Law [ ]







From examining the responses from question seven there does not seem to be much of a

difference between the larger Departments and the smaller Departments. Some of the larger

and the smaller Departments indicated that they could benefit from greater expertise in all

areas. Whilst some of the other larger and smaller departments checked very few of the areas

meaning they did not think they would benefit from greater training in most of the areas.

Overall, there seems to be a difference between the 16 different departments with regards to

their responses but not enough to find a trend between the larger Departments and the smaller

Departments.

Question 8 - interventions taken to acquire IR expertise What measures/actions/initiatives have been taken to acquire/maintain the optimum Industrial

Relations expertise in the Human Resources Unit?

From examining the results from question eight there does not seem to be a distinguishable

difference between the responses of the larger Departments and the smaller Departments.

Many of the departments have taken part in training as well as attending different IR forums.

There is a notable difference between the different responses from the individual departments

but not enough of a difference between the larger Departments and the smaller Departments

to compare one against the other.

Question 9 - interventions proposed in order to acquire IR expertise What measures, actions, initiatives, or supports, would you like to see put in place in order to


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From examining the results from question nine there does not seem to be a distinguishable

difference between the responses of the larger Departments and the smaller Departments.

Many of the departments highlighted the need for more training and succession plans. There is

a difference between the responses of the individual departments, but there are an inadequate

level of differences between the larger Departments and smaller Departments to allow for

comparison.

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49

spending review paper 2021 research project evaluation of

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